• Capital structuring and cost of capital
• Downsizings and carveouts
• Employee benefits and compensation programs
• Financial function and IT effectiveness
• Location planning
• Offshoring and global supply chain
• Outsourcing
• Taxes

• Audit and assurance
  1. Actuarial insurance services
  2. Assistance on capital market transactions
  3. Corporate reporting improvement
  4. Financial accounting
  5. Sustainability reporting
  6. Independent controls & systems process assurance
  7. Internal audit
  8. Regulatory compliance and reporting
• Human resources
  1. HR management
• Consulting
  1. Strategy
  2. Finance
  3. Technology
  4. Governance, risk and compliance
  5. Operations
  6. People & change
  7. Revenue growth
  8. Shared services and outsourcing
  9. Sustainability
  10. Delivering deal value
      
• Tax
  1. International tax services
  2. Mergers & acquisitions
  3. Transfer pricing
  4. Deals
• Business recovery services
  A tough economic climate, rapid market changes, new competitors, disruptive technologies, strategic errors—any or all of these can plunge a company into serious financial distress. Left unaddressed, they may threaten corporate survival. Whether these factors occur in isolation or converge, they typically trigger a host of problems, including underperformance, declining earnings, and liquidity and cash-flow blockages. Companies often exhibit symptoms of distress well before a crisis erupts. In many cases, a downward spiral is not inevitable. It can be arrested and reversed. Early detection and swift, decisive action are the keys to restoring performance and value. That's why timely, professional advice is critical.
  Corporate finance
  
  1. Mergers & acquisitions advisory (buy and sell)
  2. Advice on fundraising
  3. Project finance
  4. Private equity advisory
  5. Public company advisory
  6. Privatisation advice
  7. Delivering deal value
  8. Financial due diligence
  9. Bid support and bid defence services
  10. Commercial and market due diligence
  11. Strategy
  12. Valuations and economics
  13. Valuation consulting
  14. Tax valuations
  15. Economics
  16. Independent expert opinions
  17. Accounting valuations
  18. Modelling and business planning
  19. Post deal services
  20. Structuring services
      
• Financial accounting
  For all organisations that need high quality accounting advice, PcS has the breadth and depth of knowledge and technical expertise to help. Our financial accounting and accounting technical advice, support tools, guidance, and training will help improve the quality of your company’s financial reporting.
  
  
• Strategy
  We provide deep industry and technical knowledge, supported by rigorous market, economic and financial analysis, to enable you to deliver the best results for your business in the areas of business unit strategy, transaction services, valuation, economics, brand/intellectual property management and risk management.

• Finance
  We support CEOs, CFOs, controller and treasurers to optimise the structure of their finance functions to improve their contribution to the business. We structure our support to ensure that finance addresses the challenges of achieving appropriate standards of control, efficient back office opportunities and support to the business through insight and challenge.

• Technology
  Technology is an important enabler of business transformation. To assist you in getting value from technology investments, we bring together the skills to deliver improvements in processes, as well as the knowledge in IT strategy, IT architecture and design, enterprise applications, sourcing, project management and IT operations management.
  
  
• Governance, risk and compliance
  We support clients in identifying, understanding and managing risk and help ensure an appropriate balance between risks and opportunities.

Also, we assist businesses in designing and implementing governance and compliance programmes to ensure that the company continues to operate within the boundaries of relevant legislation and regulations. This includes building a culture of doing the right thing.

• Operations
  The demand for customer centric focus, end to end integrated operations and optimal cost management has never been greater. We bring capabilities in management and process improvement to help companies optimise their operating processes and supply chain. We help our clients transform their key value chain functions, from customer management through to sourcing of services and goods. We apply proven cost management methodologies to facilitate agile responses to changing conditions and to drive business growth. We support our clients to improve value, reduce waste and reduce costs to leave lasting sustainable benefit.
  
  
• People & change
  Getting the best from people at every level when there is constant change is the key to sustainable competitive advantage. Solid strategies, processes and technology alone do not deliver results. It takes people to accept, adopt, drive, and sustain the change to realise tangible impact. Success in business hinges on strategic agility and the ability to execute.

• Revenue growth
  The selling process is becoming much more complex. Connectivity has facilitated mass customisation and created new routes to the customer, but it has also raised people's expectations. They now want goods and services that are tailored to their individual preferences, a consistent service and single point of contact.

  The traditional "product push" is simultaneously giving way to a more consultative, long-term approach, and procurement functions are becoming increasingly professional. So suppliers have to improve their sales techniques. Yet many companies are struggling to get a clear picture of their customers because they have different systems for different channels, lines of business and countries.

• Shared services and outsourcing
  Many companies have already outsourced their IT and back-office functions or established shared services centres for major business processes. They are now outsourcing core activities like research, product development and tax and legal services, as globalisation and connectivity enable new ways of doing business. The rationale for outsourcing is thus changing dramatically; a growing number of organisations see it as a means of obtaining strategic advantages, not just as a cost-cutting measure.

  The scale and complexity of outsourcing is also increasing. The earliest outsourcing contracts were long-term, one-to-one arrangements. Today, with greater connectivity, the trend is towards multi-sourcing — where a lead supplier functions as a contractor and orchestrates other suppliers or where a group of suppliers collaborates to provide a collection of services.

• Financial due diligence
  All businesses involved in an acquisition, as buyers or sellers, need to ensure that the financial information they hold is as accurate as possible, not only to prevent paying too much (or in a seller’s case receiving too little) but also to ensure that their governance and risk management objectives are met.

  From the buyer’s perspective the quality of information available about a potential acquisition determines the ultimate success of a transaction. Without ensuring that the financial statements about a business reflect the reality, a deal may deliver less than first impressions suggest.
  
  To ensure an efficient sales process, vendors need to present their financial information to potential buyers as transparently as possible. An independent assessment provides potential buyers with certainty about the business and the nature of its cashflow.
  
  Financial due-diligence can help to identify and focus attention on the factors in the business that will be critical to its future success.
  
  Public company boards’ governance responsibilities require them to ensure that all steps possible have been taken to identify any problematic issues in a potential acquisition.

• Internal audit
  Maximising the value and effectiveness of the internal audit function requires an understanding of an organisation's objectives, risks, risk management priorities, regulatory environment, and the diverse needs of critical stakeholders including executive management, the board, employees, and shareholders. Ultimately, these needs determine the risk profile of the organisation and the strategic focus, organisation, resources and practices required of its internal audit department.
  
  
• International tax services
  The interplay between financial reporting and tax reporting has resulted in financial reporting developments with significant implications for insurance tax departments including changes made by the Statutory Accounting Principles Working Group, the Financial Accounting Standards Board, The Securities and Exchange Commission, and the American Institute of Certified Public Accountants. These developments require tax practitioners to work closely with financial reporting staff to insure that amounts are properly reported.

  Multinational businesses are increasingly affected by tax, legislative and regulatory developments throughout the world. Understanding the impact of these developments on business operations and transactions between countries is vital for a company's survival.

• Mergers & acquisitions
  Whether you are making an acquisition, disposing of a business, going through a merger, entering into a joint venture, planning for IPO, planning for a public to private transaction, restructuring your business, reassessing management incentive plans or refinancing, tax risks need to be managed and net cash flows optimised. Tax planning at an early stage can add significant value to every transaction, whether by minimising transaction tax costs, managing long term sustainable tax rates and cash flows, and ultimately planning ahead for a tax efficient exit.

P - Philosophy
R - Relating, to
O - Opportunities
S - Strategies & Solutions
P - Prosperity & Pragmatism
E - Efficiency, and
R - Re-defining
A - Attitudes

It brings “ Good Fortune”